Question

“Moderate organisational conflict can be constructive and can stimulate growth, whereas extreme conflict is dysfunctional.” In light of this statement, explain the Inverted Ushaped relationship between conflict and performance, and describe three conflict
resolution techniques available to managers.

 

09 Jul 2026
Answer :
Word Count : 1487
Conflict is an inevitable aspect of organisational life because individuals and groups differ in their goals, values, perceptions, interests, personalities, and approaches to work. Organisations consist of people with diverse backgrounds, experiences, and responsibilities, making disagreements natural. Earlier organisational theorists viewed conflict as harmful and believed that it should be eliminated to achieve organisational effectiveness. Modern organisational theory, however, recognises that conflict is not always negative. A moderate level of conflict can encourage innovation, improve decision-making, stimulate creativity, and enhance organisational performance. The key challenge for managers is not to eliminate conflict entirely but to manage it effectively so that it remains at a productive level. This understanding forms the basis of the Inverted U-shaped relationship between conflict and performance. The Inverted U-shaped relationship explains that organisational performance varies according to the intensity of conflict. At very low levels of conflict, organisational performance tends to be poor because employees become complacent, resistant to change, and less motivated to improve existing processes. At moderate levels of conflict, performance reaches its highest point because healthy disagreements encourage critical thinking, innovation, problem-solving, and continuous improvement. However, when conflict becomes excessive or intense, performance declines sharply due to stress, poor communication, hostility, reduced cooperation, and decreased employee morale. The first stage of the Inverted U-shaped curve represents a situation where conflict is minimal or absent. Although this may appear desirable, an organisation with no conflict often suffers from stagnation. Employees may avoid questioning existing practices, innovative ideas may not emerge, and ____ ________ _________ _____ ________ ____ ______ _________.
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